C.C. Koorts, P.J. Conradie


ENGLISH ABSTRACT: With the embracing of neV'( management philosophies or redesigned processes, it is becoming a popular opinion that often the practical problem lies with the implementation of the new concept, rather than with the concept itself. By focussing on certain generic critical actions, chances of successful implementation increases for any new philosophy or re-engineered process. This article discusses such critical success actions, or implementation drivers as experience in a BPR project at Siemens Telecommunications.

AFRIKAANSE OPSOMMING: 'n Gewilde siening ten opsigte van die bekendstelling van nuwe bestuursfilosofiee, of implementering van herontwerpde prosesse, is dat die probleem gewoonlik Ie by die implementering daarvan, eerder as by die beginsels van die bestuursfilosofie wat geimplementeer word . Deur op generies kritieke faktore te konsentreer, kan die kanse op suksesvolle implementering van bykans enige bestuursfilosofie of herontwerpde proses verbeter word. Hierdie artikel bespreek sulke kritieke sukses aksies, of implementeringsdrywers, aan die hand van 'n gevallestudie soos ervaar in 'n BPR projek by Siemens Telecommunications.

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